The title of senior manager is most often used and encountered in large organizations with multiple layers of management. A senior manager has responsibilities and authority that are broader in scope than a front-line manager, and a door is typically open for senior managers to move into a director- or general manager-level role.

 

The flip side is that the position can involve a good many challenges and it almost always brings with it a great deal of responsibility. Being a senior manager is not for the faint of heart and success can depend on your personality and skills.
These professionals coordinate all business activities, meaning they are in charge of overseeing employee performance and budget control, establishing guidelines and objectives, and ensuring things are getting done in an efficient, organized, cost-efficient, and safe manner.

Primary Responsibilities

Here’s a non-exhaustive list of common tasks Senior Managers are required to complete.
  •  Planning the organizational activities by establishing tasks, objectives, and priorities:
    •  Creating a detailed action plan by mapping out the necessary steps and organizing them into a logical pattern;
    •  Determining measurable organizational goals and defining ways to achieve them;
    •  Setting explicit guidelines for decision-making and crisis management;
    •  Communicating the organization’s direction and vision to employees.
  •  Developing, implementing, coordinating, reviewing, evaluating, and improving business procedures and policies, as well as organizational activities and initiatives:
    •  Formulating, approving, and implementing organizational policies, programs, and other internal campaigns;
    •  Determining how resources should be distributed, ensuring the right amount of work is assigned to the right number of people within the right department(s); and
    •  Providing directions and explanations, delegating authority as required.
  •  Monitoring and controlling project progress, objectives, and costs against the established schedule and budget: o Identifying problems and deficiencies, ensuring necessary corrective measures are implemented.
  •  Controlling budgets, liaising with partners and investors, as well as collaborating with the Sales, Marketing, and Accounting departments to discuss strategies and ensure the financial and overall success of the organization’s projects:
    •  Reviewing and interpreting budgetary information and financial data;
    •  Monitoring expenses and performing cost-benefit analysis;
    •  Assessing and managing financial risks; and
    •  Ensuring financial accounting and auditing comply with applicable law.
  •  Overseeing the human activity of all departments, authorizing and organizing the establishment of major departments and associated positions:
    •  Selecting managers, directors, and other executive staff;
    •  Training, supervising, and managing staff, or instructing the Human Resources department to do so;
    •  Setting guidelines and standards for personnel evaluations, recruitment, and advancement;
    •  Monitoring employee performance, writing reports and updating records, as required; and
    •  Planning work schedules, if necessary.
  •  Building relationships with both internal and external parties:
    •  Communicating, motivating, and inspiring employees;
    •  Gaining influence, trust, and credibility within the organization to build and help foster collaborative work relationships;
    •  Liaising with external companies and other third parties; and
    •  Representing the organization, or delegating representatives to act on their behalf, in negotiations, networking events, Public Relations activities, or other official functions.
  •  Overseeing the internal and external event organization and coordination, including promotional events.

  •  Overseeing the maintenance of equipment:
    •  Scheduling periodic inspections, maintenance, repairs, and renovation work.
  •  Dealing with problems as and when they arise so as to ensure the organization is running smoothly and effectively:
    •  Advising the Human Resources department on how to handle complaints and inquiries, assisting with conflict resolution, when necessary.

    Daily Tasks

  •  Planning, organizing, directing, and evaluating all business activities, ensuring they meet the organization’s goals, objectives, and regula- tions.
  •  Monitoring budgets and progress for all projects and activities.
  •  Developing, implementing, and updating procedures and policies.
  •  Overseeing the organization’s human activity, including the training, management, and evaluation of employees.
  •  Liaising with employees, external companies, partners, and other third parties, representing the organization or delegating representatives to act on their behalf.

    Skills and attributes of the senior manager:

    The senior manager must have strong practical experience in project management, which was gained through managing large and complex projects. He or she must have the following:
  •  Good knowledge and handling of project and program management methodology and techniques;
  •  Good understanding of the wider objectives of the program;
  •  Ability to work positively with the wide range of individuals involved in program management;
  •  Strong leadership and management skills;
  •  Good knowledge of budgeting and resource allocation procedures; and
  •  The ability to find innovative ways to resolve problems.

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